HRM ESSAY Final Version Turn It In

Understanding the differences and similarities inherent in other cultures may provide opportunities when working with individuals (or groups) who may have different cultural values, beliefs, and/or norms. There are multiple ways to explore different cultures. One way is through Hofstede’s (2017) cultural dimension; which are currently made up of six broad categories, including high-low power distance, individualism-collectivism, masculinity-femininity, uncertainty avoidance, long-short term orientation, and indulgence-restraint. It is beyond the scope of this paper to explore all these cultural dimensions in great detail; however, it is important to understand some of the implications of these scores. The scores for both the US and China can be seen in Table 1, along with the differences between each score.

1. Ch 1, page 60-61, question 4: What is “evidence based HR”? Why might an HR department resist becoming evidenced based?

2. Give some examples of ethical issues that you have experienced in jobs, and explain how HR did or did not help resolve them.

Throughout this course thus far we have generically discussed the various models of mediation(in particular facilitative),skills and tasks needed by a mediator to conduct a successful mediation. The facilitative approach we have been studying, via theory and in-class exercises has afford us some great insight into mediating into a variety of domestic conflicts from family to business disputes.However,there is a whole other subfield in mediation ,which we have not discussed and that is international mediation. International mediation also has a variety of forms. Cases for mediation can range from a conflict between two states, an ethnic conflict that, has bought violence within a particular state, or perhaps a business dispute between

Trainees will demonstrate their current ability to use different interview skills by working in groups of three to role-play an interview. The two interviewers will take it turns to use four different questions from handout to assess if the person meets the job description. The interviewee will use three forms of body language to show you they are listening.

This paper discusses a cross-cultural conflict scenario in which a mediator must apply the appropriate skills to resolve the conflict. In order to resolve these types of conflicts mediators must apply a non-bias approach to the conflict because the mediator must perceive and identify the cultural differences in order to appropriately resolve the conflict. The mediator must facilitate communication, and they must invoke trust with the disputants for successful cross-cultural conflict resolution.

Kelly, K. (2010). The Effects of Incentives on Information Exchange and Decision Quality in Groups. Behavioral Research In Accounting, 22(1), 43-65. doi:10.2308/bria.2010.22.1.43

Cultural differences between countries have strong effects on individual personality and behavior, as well as on organizational culture (Hofstede 2001). These differences can be a significant barrier for an international business leader. Failure to understand and adapt to these differences may

The United States and China aspire to command the world economy, but their lifestyle and standpoints look like east and west. When comparing the U.S. and China in Hofstede 6 dimensions model, there were four main dimensions that are strikingly distinctive. These dimensions include individualism, power distance, long-term orientation, and indulgence. Recognizing cultural differences is the first step towards understanding each other. The difference between the United States and China are pronounced, and they merit rigorous examination.

“Stella Ting-Toomey’s face negotiation theory helps explain cultural differences in responses to conflict (Griffin, 2009). People do not respond to conflict in the same manner. Reponses vary according to culture, goals, desires, and self-image. According to Fullerton, “a communication professor at California State University, Ting-Toomey assumes that people of every culture are always negotiating face. Face is “the projected image of one’s self in a relational situation, the way that we want others to see us and treat us” (Griffin, 2009). Simply, the Golden Rule, “do unto others as you would have others do unto you.”

Since the end of World War II, mediation has grown as a form of conflict management tool. As mediation gained prominence and primacy in international relations as a method for war termination, wars are more often decided in a meeting room than on the battlefield. In fact, since the end of the Cold War, the trend in war termination has almost reversed as the number mediated settlements

Analyse Netcare’s high leverage training strategy and its effectiveness in contributing to and achieving their organizational objectives.

In times of rapid globalisation and economic development growth, the environment of business has become more and more complicated as a huge number of firms want to globally expand their businesses. Subsequently, the managerial implications of cross-cultural management is the challenge of this development. As Abbe (2007) states, cross-cultural leadership has developed as a way to understand leaders who work in the global markets. Culture is the “software of mind” that can influence people’s patterns of thinking and behaving.

Netcare participates in employer surveys, internal surveys gets feedback from patients with patient feedback forms. These results help identify employment issues and are also used to reward and recognise individuals. Managers are even required to wear their name badges, thus enforcing them to lead by example.

Conflict Resolution. Whether people are involved in negotiating a contract, working together to remedy product quality issues, or resolving contract interpretations, the need for tact and skill is particularly important in the foreign setting. Many of the seminars topics have implications in the areas of conflict resolution. While every effort should be made to prevent conflict, there is a need for guidance in resolving disagreements in foreign cultures.